oh five/one new and i'm the director here at the commonwealth club. welcome to tonight's conversation the author of a brand-new book wild ride inside the quest for world domination and the executive editor of fortune. we are especially excited he will be speaking with care and executive editor of the host of the recode podcast calle hot one trail of the story since the beginning.

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questions about what is going on we will be taking live questions thlife questionsthe last 15 mins a microphone in the back. there's about ten or 15 words long they don't include personal stories and they let him answer the question pretty quickly. kara will help put you down if you go on for too long. copies of the new book will be available for sale or pick up and he will be signing books after the program and we will be live streaming the programs that someone couldn't get i a ticket feel free to let them know they can catch us on facebook or youtube at the commonwealth club. turn your ringers off we hate that but we like twitter so that handles or tweak your right and left. who knows, there could be breaking news during the program. so now i'm pleased to welcome adam lashinsky and kara swisher to the stage. [applause]

>> did you like meeting everybody? anyway, i'm glad you made some friends. are we ready? >> kara posted a photo of me on twitter. >> we have a lot to talk about so we are going to start with this and then move on to a company that's been in the news as of late. hello, everybody. welcome to the program at the commonwealth club wednesday executive editor and host of baby code podcast and it is my pleasure to be talking with my friends a veteran journalist currently the executive editor at fortune author of inside apple here to talk about his

latest book diving deep into the crazy world, "wild ride," uber . quest for world domination. >> executive editor, i didn't know that. >> so, let's start with the news of yesterday and then i want to get into the book. it is interesting that preclude all of the history and people can care about what is happening now. yesterday was a super busy day down to the wider travi wire trd to leave after a lot of pressure. he was the ceo in the course of the day that in any other accompanied and then by the end of the day the board member had to redesign because he told a joke that wasn't funny on stage

about essentially the problems of sexual harassment and then he told a joke on stage to another director. a >> the >> a couple interesting things, once you've pointed out they released the recommendation for the findings that would have been far more interesting. i'm looking forward to that as i'm sure everybody is. the details of what he found you get to him for everything in their recommendations and you can infer a fair amount but you don't know the details which again is where you will come and.

>> i prefer to think of it as ridiculous behavior of the privilege but go ahead, move along. i thought the precise wording of the e-mail to the employees was interesting. first of all, he's taking a leave of absence on and on sherman's links that could be monday or 2019. it was the most strategic decision and i'd read that as not stepping down. it's sort of beside the point. where you are going with this is that it is not over. >> tell me because it is an interesting story to get back to that idea.

sexual harassment, all kinds of things is this the quintessence of the problem concentrating itself in one company. there is evidence i can't quantify or qualify it but he said i will be involved in the most strategic decisions. so the question is why or how was he able to hang on. they had the ability to control the board through the share and

he had to acquiesce in whatever they decided. i think you would agree he wouldn't have gone at all. >> why did the board structure because he and his friend and close colleague the true founder of uber. why are they sticking so closely to him? we talk about why wasn't he the ceo and why did he turn over the reins so willingly to travis so early and my answer has been among the many controversial things that have gone on in the company, that wasn't one of th

them. they said that the camp was great from the beginning and travis took this thing that he had created many little things since 2009 so i think he was very comfortable with that and has been grateful. he was the first person to take serious money out of the company and he was grateful to travis for that and so i just don't think that it is any more complicated than that. >> so because at this point could you imagine the company going public with that ceo backs because going public is the go goal. the >> before this week or month i didn't think they were going to

go public anytime soon. a lot can change. but since 2009 that is a long time from now. >> i understand that but in terms of being a financial leader and a public company. >> what we can discuss we know silicon valley venture capitalists would tolerate almost anything. there's almost no evidence. there's certainly been instances of being drummed out for one way or another but it's not a slam dunk when something goes public but it wouldn't shock me. >> i think there's a lot of issues around it the way that criminal indictments on several

different things by suspect as uber five years they face any kind of criminal problems. i don't imagine he would roll over and point upwards presumably that is how it seems to work. those are kind of things that are more interesting. >> it is germane to the question the final chapter includes the anecdotes where we take a long walk in san francisco and we walk for hours almost down to the golden gate bridge. i think that he was a walker and a talker.

i'm walking down the street holding my recorder. >> so you are on a walk. >> yes, we are on a walk and she told me some point during the conversation there is one other person i take the walk was frequently but i can't tell you who it is yet. this is before the auto purchase which is why he couldn't tell me about it. other people published that they walked together. the judge specifically said if you interview anybody that has had any interaction on the subject of data acquisition which means the content of the

conversations while they were having this walk is going to be germane because he is alleging assault driving car unit. he sued uber because it said that and then he worked as an engineer started a company very quickly and they alleged that this was the way of stealing their technology and this hasn't happened yet for the next step would be the next fraudulent

behavior. it presumably has more assets. this he ten tried to settle the mediation and they would rather write a check and my only point is. they are very intent on taking

this down but all of this does matter in terms of what is going to happen to the company. and this pugnacious ceo that is such a character. >> when i started thinking about it in 2014 or so and what i was witnessing was this company and that being 4-years-old and already expanded around the world very quickly because they've done it in the second year of operation and that fascinated me and they wouldn't

have been able to go work out at the world so uber could be everywhere in a way that startups couldn't have done being five or ten years earlier and they had raised billions of dollars and had a profound impact on the systems in many places. so, i thought and i think it is an important story and if you believe that this revolution was serious i was far more interested in what it enabled then the economy and i believe that it was the best example of what this thing could power. if it helps them raise money it

will. >> so the idea was different because it is one of the several and some others that have come out of this from silicon valley. what i think is compelling about it is it was both a digital software company and a car asset that involve messy things like regulators and drivers in cars and transportation networks in the way that facebook and google and yahoo! in the way that apple was an amazing hardware company that software wasn't even yet. >> and it represented watch from your perspective. >> the next stage of being is kind of companies that we cover. if you putthem in buckets from

the companies that existed around microsoft to those that existed around yahoo! and google and facebook and twitter this was the next thing and i thought that was interesting. >> what do you think made them stand out if a lot of it has to do with the early years most of which were not great keen presided over a bit difficult relationships and he just created a lot of trouble so a lot of it was to be motivated by

rage that it's different than other entrepreneurs. >> i don't think necessarily if it's accounted for the success and if we call it that there was the time it could have been a controversial statement. i talk about in the book he is a ruthless person so the part of the story that is interesting they went completely belly up and it started more quickly and the next tended to be legitimate

but it took forever to get going and then it's down to one person and he sold it for what nobody would consider a lot of money. that happened off the top of my head in 2008. i've been here since 1997 and i happen to know the people that are more modestly successful. i only point that out to say he was a player in that world but wthe world but wecan quickly nat are more important so there is a lot of luck involved. this is like the right thing and once he decided he was going to go to uber --

>> steve did and found aol. he was around when they started operations, so he was the founder. >> if he spends time with his parents and the other was a civil engineer and they went to their house that was a very modest house above los angeles in northridge real modest with lovely people and very funny and i couldn't believe this i thought he hired these people. [laughter]

i would love to know how you think that happened. >> i would love to tell you that i found his rosebuds anti-arab to literally set out to find it. he tells me a story in the book about when he was an indian guide, they are no longer called this but it's a program run by the ymca where boys spend more time with their dads about ten years before travis and he tells me about a fund raising drive where they sold tickets to a pancake event in front of the supermarket and he was bound and determined to solve the most pancakes than any other so he

would stay until the wee hours of the night but the point is he was motivated at a young age he was driven. if he was being beaten in the basement by his lovely mother or hard-working father i don't know if it. >> as far as a hunter, he had a dead animal heads and things. it was interesting. he talked about being bullied. >> he was a good runner, good baseball player so he played both of those positions and he tells stories about having been bullied for being a nerd.

that was a bad word growing up in northridge but it's a badge of honor. i didn't get a sense from him telling the stories that there were deep emotional scars. the reason i'm talking about his personality may be he's just an asshole but what do you think got them different when you come to the conclusion? >> anybody that rode a taxi in san francisco knew that the

experience sucked into queue might get picked up and you might not. you might make it to the airport on time, and they figured out abundantly a better way of doing that and i remember feeling it was magical and worked. it's interesting to remember they built it up by doing a limousine product. in the story i love to tell i don't know if i used it to send the babysitter home i could watch the progress and make sure

she got home and i could pay for it. i said i had a great idea you need to market this and he couldn't have been less interested. i am not, no. [laughter] your business, not mine. >> [inaudible] [laughter] they built this product that works well. it wasn't doing that at the ti time. they were organizing rides for the corporate campuses and university campuses and they had this idea what's empower ordinary peopleand we can make

the calling party look like uber they were able to move quickly to the startup. he came over one time and said the reason i'm giving thi doing% of the cars are not in use. 80%, think about that.

he really meant it. [laughter] >> and uber talks about the same statistic that they talk about it in terms of unused inventory. >> you go in and get a foot massage and others pink everywhere and it's lovely. >> it's like in so rare you get scared because you're not sure which way to turn.

i was there for the first time like you've got to be kidding. we think it's great but okay. what was the mentality and the difference between the two. if they push around the sort of ugly statements they would make they would pop off with a statement between the appalling and disgusting.

it's not a corporate strategy. but has it been the reason that you were able to go through city after city. >> there is no question in my mind though it is hard to separate the bravado or the attitude of the actions because again it's worth pointing out lyft was the first to do but damn the regulators strategy and uber did a paper that said we think this is illegal and they had conversation. we are not going to be sneaky about the regulatory issue, we are going to be trans parent that we don't care.

we will start operating and when they say we think you are illegal, we will fight them and get the drivers to be on our side. we forget that there was a moment that uber was beloved and headlines saying what a great thing is. >> dot sneaky seems to be their favorite move it goes back what's the word they used to call them, but anyway they do all kind of sneaky things. >> i only knew the expression from [inaudible] but anonymous calls to call for rides and then cancel. i interviewed this guy who told

me they would write like a dollar sign with big numbers and defend this guy said to me i go by and they would be walking by. every two weeks you think it's sort of one thing after the ne next. >> one person shifting is another pushing the envelope. is that something that can be successful to a certain point. >> if you mean not profitable and if you mean it brings a

storm back that has ramifications. >> why continue because it doesn't ultimately work and you sort of have a target on your back and people assume you are going to be aggressive do you think it is a good strategy when you were doing the research it seems like it is a never ending theme. >> of a different project to me or i didn't have the feeling of a sacramental enterprise. people said to me and i do not have that feeling.

it's not like it's the gaudy family. it seems like this is a shift. >> there's a good book. i see my role as a journalist who to write about family and tell the story and maybe we could have a conversation about the notion of passing judgment i think my style is to tell it in an entertaining way.

it's not like any compan compane ever covered i think that you would agree. i don't think facebook behaves like this but it's not the same. thinking of all the companies covered the only one i can think of is microsoft and even he looks like a little kitten comparatively. >> i once had this conversation with mark and we are starting the feature story and i think we are concerned about some of these russian billionaires being investors and facebook without batting an eye he said i'm glad

you're not writing the story. so i don't think, with me rephrase that i think there's good people doing good work and doing good corporate work at guber and i don't think that takes away from your question and the things you're talking about. i think it is possible to do what they are doing without being shifty into the example is thus they are doing it. the separate conversation is this a real business and they also think the answer is yes but i can't prove it. no one else can either. >> this week has shown it's just rained down on people with this incredible this behavior and i want to get to the financial parts of it, too and how you think about the business going forward and all the businesses. the talk a little bit about in this book nowhere do we have any

small amounts of this and that. nowhere any of this stuff. same in the bucket just didn't exist now that isn't all that matters but that is what is causing all the problems by a very brave woman who was alleging sexual harassment and essentially just corporate malfeasance. i think it is more so than anything else how they run the company like it is a is an episf game of thrones essentially that it is the managers were untrained, there was no hr system in place and i think the excuse the whole time is we had no availability to do this which to me is a sort of i didn't clean my bedroom excuse. what are you kidding me. so i'm going to say why did you miss this because there was a little problem going on there, there was a party problem, there

was a sort of careless behavior towards employees and drivers and literally it is pervasive in this company. it's hard to miss. >> said, first of all, i have a whole section was strengthened after the initial manuscript and it was strengthened by 92 editors that were women and where i discuss the allegation that happened after i turned on my manuscript and thus subject that is number one. >> the safety of women passengers. >> and i addressed it. you can judge me but i understand that.

to the extent that's because this ithis because thisis an ime story, shame on me that i didn't get it adequately and you will show the week also mentioned the book with roger ailes where he wrote this scathing exposé and nowhere in there did he mention the rampant allegations of sexual harassment. while it wasn' that wasn't rampt allegations of news core or fox news. it was we later learned all the settlements of sexual-harassment and the terms of which had been that those people didn't talk about it services of reporting. >> my issue is you couldn't cover fox news without knowing his reputation. did you know about this stuff and not write about it or feel it was nothing or was it an issue of covering silicon valley people turn a blind eye to some really serious things? which you didn't reference with

silicon valley venture capitalists don't care anything about it except getting the payoff essentially. >> i interviewed women on the record in the book. i interviewed women off the record for this book and this subject didn't come up so if you are asking if i didn't know, i didn't know. and so if you want to say why are yowere you looking around f, why didn't you push harder, fine. i spoke to women who complained to me about how they were treated by their managers because they were jerks essentially. i talk to the women that described the work vacations where they would launch a city and they would all go out and party. they told me about it as being one of the things they love most about uber. all i can do is tell you in the

report i could have done more and i could have done better. >> are you aware of the memo that we published? >> in the back of my brain before i ever started working you published a memo that travis wrote that he felt compelled for some reason to write a memo to his employees before an off-site in miami saying give me the ground rules on how they should behave and i think it included something like don't have sex with someone that is your subordinate. >> or don't vomit because it costs too much or don't throw kegs off the roof. like okay, and don't have sex with someone in your direct reports but if you decide to come and make sure everybody is consensual, which okay, good advice for racetracks, not the ceo of a company. in the last part which was the

best of this particular memo was i can't have sex with anyone because i'm the ceo and then fml which is he's lamenting not beinhe is lamenting notbeing abs employees which i don't think is appropriate. it was famous like we are such bowlers so to say. >> earlier than that. >> but it was after the miami thing. i don't remember. >> but what happens that this gets overlooked? i'm not giving you the brunt of this necessarily but it gets overlooked. i want you to talk about a bigger issue that even when those that you interview. >> if anyone is going to bring it up when i see tommy what i

need to know you would think it would be women. i can't do anything better than answer the question as directly as i can. when you read my you will get a sense of an image of a grown-up running an amateur company and so, i think i got that and after i turned to the manuscript and that video that became a viable sensation and he said he needed to grow up and point out towards the end of this is a man that entered his fifth decade. i also rode with him if the driver recognized he had the ceo in the backseat and started to give him the business like you don't understand this isn't working right i don't get my e-mails and he said i'm going to

follow-up with you and late at night he copied me in on the e-mail and i later said did you do that because i was in the backseat. so of course not, i do that all the time. >> absolutely. >> what do you think gets to the culture of this there is a sexual aspect to every company that we cover but not to this length. and again just last week we wrote about this that is what pushed it over the edge but for those who don't know they got the medical records and were essentially questioning the story blaming it on the ceo and been carryinthen carrying them a year the medical records in a criminal case. does it change because that was literally last week and then they lie to "the new york times" about it when they ask about it

and they didn't write about it. >> this is a situation on an almost daily basis things happen that you couldn't make up if you tried and you imagine a meeting with the employees wher employee board members explained to them what they are going to do next and this revered financier making a sexist comment at that meeting. >> do you think spending all this time with the company saying they are good people could even imagine the recommendations are going to be taken seriously? given the scrutiny that they are under its going to be hard for them not to take them seriously so. when you read through the recommendations they are operating manuals for how you are supposed to do the human resource. they will institute those

changes and -- >> i think they have a shot at making those things stick because i don't believe every person is wrong and i'm not making excuses. >> do you think this culture can because as you know what a lot of the cultures and founders or the immediate creators do not change. i'm making an observation. i think apple was 30 or 35 when i get my book on them and it was a huge education for me because i've always discounted at the notion of the corporate culture i thought it was a soft topic people don't talk about and it was a three decade old company. the culture wasn't as ingrained.

i would like to be optimistic for them. you think no chance and i think there is a chance. >> ima nine angela fa van and wn someone shows you their face for the first time you leave them. i think companies are what they are born mike and every single company is an element of that. it's get to the finance questions. the financials losing a ton of money like billions. billions. a lobillions. a lot of people compared to amazon. amazon lost a lot of money and then they became what they are today. amazon built a lot of warehouses and different systems and they didn't have any if you think about it they have small rivals but nothing big. there was never a lyft version of a competitor. there were quite a few and they

were bad. but they built boats everywhere they went and now they are benefiting from them. losing this much money, can you explain that because that's something i feel is not the ca case. >> even with what they've released we don't have a clear view that is very opaque so we know that for a while they were losing a lot of money in china and they stopped that. they are losing a lot like investing in their own version which we talked about earlier could end up ending for them but that's expensive that's bringing and zero revenue so the question is does the business itself has a shot at bringing in a money? there's been evidence of the ats stages of the development that it had the possibility to bring in a lot of money and let's take the united states, uber and lyft

are in this arms race you could also envision a scenario where an off like a version that's because they either spend themselves into exhaustion that they both pull off the subsidies and make money but the flip side is we go around and see the drivers that have the same decal on the window because it is interchangeable for them. >> to me the biggest thing is the brand. >> it became a verb and it was easy to explain to people around the world and they knew it. and they had been severely tarnished. they have the data at their fingertips. what would be interesting to know is what consumer behavior is like. anecdotally there's places

people just take uber. >> that's more or less in our circle that is the more prevailing thing i won't do that. but there's people out there that do. >> my mom isn't very technical she just doesn't want to. it's interesting. in any case, [laughter] this is the last question then we will get to the q-and-a. when you have this idea that it's the most important thing and it's not just a sexual harassment before that itwas were they trying to screw people over going to the protest. every day it felt like i forgot pete insulted somebody that was disabled. that was months ago. can a brand to sustain this much? >> they can rejuvenate if they do things right.

you need the right people and the right money and strategy. i'm not telling you anything you don't know. >> doesn't have to be? the head of business. >> if there's ever a conversation at the conversation with top prospect explain one thing to me who do i report to but he's not there right now. when is he coming back, i don't know. what are my specific responsibilities and how do i know that won't change. >> we've never stopped before and we are complicit in all this activity. please come.

>> they want to be the ceo not the coo. >> he added his portfolio. that's a great question. people who the name has been floated as the former at disney. he is the business guy that's running a complicated operation and very diplomatic. he is the kind of person who would.

>> no. no thank you. maybe there is enough money in the world. [laughter] but again i'm talking about types of people the type that would be perfect in the situation would be the former board who had been the ceo that gets the complex organizations and knows how to wrap things up in a bow. i don't know how old he is but he doesn't need the recognition. >> he can rock a sweater vest. questions from the audience. come on up. okay, go for it. >> thanks for your time and for bringing the roof. that's another plus. she's referring to my wife sitting in the front row. >> the better half, and i mean that. >> you've had this amazing opportunity to write about inside apple and now kind of inside uber.

what is one similarity or difference of the companies with pretty unique coo's? >> superficially there's a lot of similarities. steve jobs prided himself in breaking the rules large and small, not so large as uber, but that was a part of this persona. and a rotating this morning that travis told me once i said how do you like running a big company and he said i like to think of it in small pieces. he said i like to think apple is the largest startup in the wor

world. you'd hear stories of people being screamed at and others being treated horribly. but that isn't against the rules was against the law screaming at people because you think they suck so that's where the comparisons and. >> i am talking about what to say in an aspirational tone. >> i should preface this by saying that -- i would love to know from the both of you what you think is the sort of realistic and practical future of uber given a lot of the shortcomings we've talked about tonight on the leadership management and culture. >> i think i've take that back. you have a company i'm going to give you the cup half full

because she will give you the cup half empty. it is a company with global observations and the sword of i'm reaching for a business cliché which his mind sharing with the consumers and writers, so huge problem including the legal problems that are worse than the public perception or the reputation being tarnished if you can get past that. if they can get past that and you bring in the right leadership to run that operation, that would be the cup half full future. >> i would say sadly they will probably get over that if they do the right thing though they shouldn't. i think the lawsuit is problematic and the criminal investigation is problematic and they have a very thin management staff and how do you attract really good people ther buried u are nothing to get cheryl to show up there someone like that is never going to do that so you

have all these problems with keeping staff and drivers and this is such a logistically complex company to have the mind share [inaudible] and then i think they are going to get sold. they can't compete in this area they just can't. they are not the most brilliant. now they don't have them anymore and they managed to create one of the top i've ever seen. i don't know who could go in now you have the ceo floating around saying this drives me nuts. and travis needs to get there so it is all going to rest on his shoulders and that mentality is so silicon valley and i think

here's someone that created most of the damage not taking responsibility for it or having any kind of sorry. i think that he meant something slightly different when he said it. it was a bad joke at the wrong time, that he quit immediately. he knew he was going to be a distraction for the company and one single stupid joke. there've been disturbing things. please read about that because it will disturb you to no end. >> he was probably delighted to be done with it. >> someone told me that it was a plot to get off the board. >> i was like really, to look like a asshole? there's one back here. >> pella.

i was expecting that he would talk tonight about topics like the job market, the impact on urban life, uber on the economy, our social life but you chose not to talk about any of those things -- >> weekend. >> i'm mostly curious why you don't find those topics important and interesting to discuss. [applause] i do and i can't tell exactly which direction you are hoping i'm going to go where the people were clapping are going to go. i spent quite of time thinking about the impact of the economy as a part of my research i became a driver and wanted to experience what it was like.

i didn't do it for a long time just long enough to realize i enjoy my job more than being in the uber. it's tough. >> what is the impact of all these company's? >> i think it is very complicated. on the one hand theydidn't invent piecemeal work or contracting. they made it more efficient being the procurement of people and things for that piecework. i will just tell you my observation in talking to a lot of drivers and experiencing it myself is out of one press the drivers will tell you the many reasons i think he's being uber

drivers and then in the next breath why they are. they are hard up for cash and many reasons and they like that it gives them the ability to get it quickly and to do it when they want to do it which is no trivial thing but like i said they will give you the same argument were in the same conversation does seem to arguments. >> what about the effects on the city because that is a self driving car essentially. >> or are you talking about all the clutter on the road wax because i think they are different subjects. i am not one of these two cds how it's going to work quickly when you talk to these people they tell you it is when, not if, it is safe but it's going to take consumer acceptance and

regulation and quite a bit of time and i just think it's funny it's interesting i will make an observation. they are cluttering the streets but in the words they are taking the cars off the road which is wonderful. can you say the quote that was used in the book? >> this was classic. he was asked in china do you envision a future where people don't drive cars themselves and he said no people still ride horses for leisure although that was once the primary force people got in big trouble which was the flip side of that.

that is what the crowd said at the time. he was telling the truth and was brutally honest about what people don't say that they are hoping to get rid of all in the process of driving and so forth. >> the logical conclusion of the millions of dollars although companies are spending on automation is the elimination which is the same conclusion of all of the other examples of things happening in the economy buthat he sent itbut he said itt embarrassing way more or less. i have a question that follows on your question. is there any connection in the research in the culture where there's sexism and discrimination and drivers and

comes. there was a story in new york they are being sued because the city doesn't pay them enough. is it connected to the fact that the company's mission is to disrupt the taxi industry and as we were talking about eventually to take out the transportation sector worldwide i would imagine working in that environment would be different from any other job because you are dealing with all of these questions as you go about your daily task. >> is something people talk about? >> me understand the impact. >> i would think that would be something employees at the top levels were all levels would think about. >> it absolutely is something that they talk about and to give

you a window into the mindset of the company we are doing something about that corruption. that was the founding mentality of the companies and they were not shy about that. >> what about the idea that they may disrupt. getting rid of humans in the driving process in the way that might affect the corporate

culture. i am a humanist. that's probably what they will do. that is a great question. besides not writing these memos just to steer away from this and

make sure they embody the values that will get you to the next stage in not being dragged down. >> people change. talk about that. it's different from change but it is a great question. i structured my above all around that was considered to be one and corporate executives and tips from guber.

>> what do you think our things to avoid? >> what uber did well from the outset was to be laser focused on one thing. they were going to sit on a conference room table.

i think that the entrepreneurs and business executives try to focus on as few things as possible. that would be the obvious advice. >> a focus kind of thing. would you be interested in doing this. what did you mention will be around in ten years?

i'm wrong but never in doubt. >> i'm frequently from. it is a ridiculously long time. >> yes i'm very older, i get back. thank you. so are you. [laughter] before the program is up, it is

now a tradition to ask all the speakers following, what is your 62nd idea to make the world a better place. if everyone is shocked for that stuff go to be a better place. if you want to find out how they got what they got. wild ride inside uber quest for world domination.

he will be signing the excellent book down the all and he's ready to write personal notes to all of you i know. so please take your time. [inaudible conversations]

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